The. Works. Study. Salaries of Predictive Analytics Professionals September Burtch Works Executive Recruiting Linda Burtch, Managing Director

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1 The Works Study SalariesofPredictiveAnalyticsProfessionals September2014 BurtchWorksExecutiveRecruiting LindaBurtch,ManagingDirector

2 TABLE OF CONTENTS Introduction: The Evolving Definition of Big Data... 3 The Evolving Definition of Big Data... 4 Section 1: Insights & Advice from Burtch Works... 5 Compensation of Predictive Analytics Professionals: Insights from the Past Year... 6 Advice for Employers... 7 Advice for Predictive Analytics Professionals... 7 About Burtch Works... 8 Section 2: How Compensation Has Changed... 9 How Changes in Compensation Were Measured Changes in Base Salaries Changes in Bonuses Changes in Base Salary When Changing Jobs Section 3: Demographic Profile & Compensation Compensation by Job Category Compensation by Education Compensation by Residency Status Compensation by Region Compensation by Industry Compensation by Gender Predictive Analytics Professionals & Age Section 4: Appendix A/Study Objective & Design Study Objective Why the Burtch Works Studies Are Unprecedented The Sample Identifying Predictive Analytics Professionals Completeness & Age of Data Segmentations of Predictive Analytics Professionals Section 5: Appendix B/Glossary Glossary of Terms Burtch Works Executive Recruiting, 1560 Sherman Avenue, Suite 1005, Evanston, IL , Burtch Works LLC. Unauthorized reproduction is strictly prohibited. Opinions reflect judgment at time of publication and are subject to change. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 2

3 Introduction THE EVOLVING DEFINITION OF BIG DATA 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 3

4 The Evolving Definition of Big Data Big Data is the buzz phrase of the year: almost every magazine and newspaper has written about Big Data how a company is using data to discern our motivations and intentions, or how some hacker gained unauthorized access to some company s database. The main characters in a television comedy series are Big Data quants, and you can now find Big Data for Dummies at your local bookstore. However, as more and more has been written about Big Data and the people who use it, the definition of Big Data professional (BDP) has become fuzzier. Some authors mean specifically the subset of BDPs we call data scientists, while others mean anyone who operates on a database, regardless of size or content. In July of 2013, Burtch Works published The Burtch Works Study: Salaries for Big Data Professionals, the first of several reports providing information about the attributes and compensation of different segments of professionals who seek insights from data for their employers. In that study, Burtch Works defined a BDP as someone who can... apply sophisticated quantitative skills to data describing transactions, interactions or other behaviors of people to derive insights and prescribe actions. They are distinguished from the quants of the past by the sheer quantity of data on which they operate, an abundance made possible by new opportunities for measuring behaviors... and advances in technologies for storage and retrieval of data... This definition encompasses data scientists. However, data scientists have computer science skills that enable them to access and organize enormous sets of unstructured data, so their compensation is different from that of other BDPs. Consequently, Burtch Works excluded them from the sample of BDPs selected to produce that first report and instead produced a separate report, The Burtch Works Study: Salaries of Data Scientists. The report before you now is a follow up to the original study of BDPs. However, because all of the media coverage of Big Data has obscured the meaning of Big Data professional, Burtch Works will refer to those in the sample for this report as Predictive Analytics Professionals (PAPs). The definition of a PAP is the same as last year s definition of a BDP, and data scientists will again be excluded from the sample. Burtch Works hopes that this enables a clearer picture of the professionals whose attributes and compensation are reviewed here. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 4

5 Section 1 COMPENSATION OF PREDICTIVE ANALYTICS PROFESSIONALS: INSIGHTS & ADVICE FROM BURTCH WORKS 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 5

6 Compensation of Predictive Analytics Professionals: Insights from the Past Year We are pleased to present our update to the groundbreaking 2013 report, The Burtch Works Study: Salaries for Big Data Professionals. This year, we compiled information on 1,586 predictive analytics professionals (PAPs) for whom we know both compensation and demographic and job characteristics. This information was collected by our recruiting staff during the 12 months ending April These 1,586 PAPs work for more than 750 different companies located throughout the United States. This report shows salary distributions for PAPs both individual contributors and managers as well as the proportions eligible for a bonus, and the median and average bonuses received. Moreover, the report shows how these have changed since the last study was published in Finally, it shows how these vary with characteristics of jobs, such as job level, industry and location, and with characteristics of PAPs, such as gender and residency status. Sixty percent of the sample consists of individual contributors. Their median base salary is $95,000, and 71% are eligible for a bonus. The median bonus received is $11,000. The other 40% of the sample are managers. Their median base salary is $145,000, and 91% are eligible for a bonus. The median bonus received is $27,400. For PAPs who are individual contributors, increases in median base salary ranged from 14% for those at level 1 to 1% for those at level 3. For those who are managers, the increases ranged from 2% for those at level 1 to 5% for those at level 3. For both individual contributors and managers, compensation varies most significantly with job type and level: with whether one is an individual contributor or manager and with scope of responsibility. The median base salary of individual contributors varies from $74,000 for those at level 1 to $115,250 for those at level 3. The median base salary of managers varies from $122,000 for those at level 1 to $225,000 for those at level 3. The proportion of individual contributors eligible for a bonus varies from 61% for those at level 1 to 80% for those at level 3. About 90% of managers at all levels are eligible for bonuses. The median bonus paid to managers even those at level 1 is significantly greater than the median bonus paid to individual contributors, regardless of level. Compensation also depends on whether a PAP has a Ph.D. and on the region and industry of employment. Generally, PAPs working in the Northeast and on the West Coast are paid more than other PAPs, and PAPs working for consulting firms are paid more than those working in other industries. Also, as the 2013 study found, entry level individual contributors who are not U.S. citizens are more highly compensated than those who are. Section 2 provides more information about how compensation of PAPs has changed since the last study was published in 2013, and Section 3 has more information about how compensation currently varies with both attributes of PAPs, like education, and characteristics of their jobs, such as level. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 6

7 Advice for Employers The shortage of PAPs is acute and shows little sign of abating. Recruiting and then retaining PAPs is a challenging task and a frequent topic of conversation at conferences, symposiums, corporate meetings, and online. In a flash survey conducted in August 2013, Burtch Works found that 89% of respondents had been approached at least once in the last month by a recruiter about a new job opportunity, and 25% were being approached at least weekly. These professionals are truly in high demand. We offer some advice: Firstly, it is important to ensure your salary bands are aligned with the market. You will have no success recruiting or retaining PAPs unless this is the case. This report gives you accurate and up to date information on the market value of PAPs. Salary is certainly important, but challenging and interesting work is also a key factor in keeping these curious and smart professionals satisfied. If you are looking for static reports or repetitive analysis, don t hire a predictive analytics professional get someone who is good with Excel and other reporting tools. Analytics can have an impact on the organization, and predictive analytics professionals can justify their value, only if their work influences decisions. This requires support and sponsorship from those at high levels in the organization. There should be no hesitation to support visa transfers and sponsorship. Over 50% of the individual contributors at level 1 are foreign born and require some visa support. These candidates are among the best in the field. Finally, bring back training. Many corporations have drastically reduced their investment in their staffs by cutting back training over the last decade. Companies frustrated with the lack of candidates for jobs should develop current employees who have the interest and aptitude to become PAPs. There are now countless options available, such as many new Master s programs in predictive analytics, Massive Open Online Courses (MOOCs), and weeks long boot camps. Advice for Predictive Analytics Professionals It has never been a better time to be a predictive analytics professional. Demand for analytics talent has grown tremendously as data driven decision making has become ubiquitous in industry, government and nonprofits. Nevertheless, it remains important to actively manage your career from the very early years throughout your lifetime in order to optimize your career satisfaction and earning potential. Some advice: It s not all about the money. Sure, money is important, but it is critical that you plan career moves based on how a potential opportunity will grow your skill set and whether they will position you for the jobs you want in the long term. Be very careful about making a career decision based primarily on the highest offer. A few thousand dollars will not change the way you live but may have a huge impact on your lifetime career trajectory. Evaluate opportunities based on what you are able to learn from them. Companies want to hire you for what you bring to them, but you should also evaluate the opportunity for how it 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 7

8 will build your toolkit of skills. Is the work rigorous enough? Are the data robust and the tools up to date? Can you see yourself moving up at least one level in the firm? Evaluate the level of support analytics has enterprise wide. Analytics can have an impact only if the results are acted upon, and so your own ability to communicate, sell, and evangelize is important for job success. Nevertheless, you want to make sure you will have high level support in order to make the uphill climb a bit easier. Lifelong learning is an important commitment to make in analytics. Technology is pushing change in our field at an exponential rate, so your career planning should include a heavy dose of training. If your employer does not support it, make sure you commit to self study easily accomplished now because of MOOCs and Meetups. Don t underestimate how important this is. Communication skills are a significant factor for success in an analytics career. At Burtch Works, we believe that all industry and government professionals will soon be required to have solid quantitative acumen and knowledge and that the leaders will emerge from those with the strongest ability to communicate findings and sell those insights to the enterprise. About Burtch Works Founded by Linda Burtch, Burtch Works Executive Recruiting is the premier source for hard to find, qualified analytic and marketing research talent in the United States. Our collaborative team has over 80 years combined experience in quantitative and market research recruiting, and each recruiter understands the subtle nuances of his or her specialty to be able to find talented professionals who will be the perfect fit for each role. As the volume of data collected by organizations continues to increase at an exponential rate, the quantitative fields are seeing explosive growth, and over the years, Burtch Works has built a wide, varied network of thousands of professionals to place in what has become the sexiest field of the 21st century. This network is the basis of a business built on long established relationships with candidates and clients, and Ms. Burtch finds that the most rewarding aspect of her career is creating the perfect match. As the Managing Director of Burtch Works, Ms. Burtch has over 30 years experience in quantitative recruiting, and has a thorough knowledge of the analytics fields and the key figures in the industry. For many years, she has written on topics of interest to the analytics community and keeps her finger on the pulse of current trends that affect clients and candidates alike. Ms. Burtch and her colleagues have relationships with over 19,000 quantitative professionals, with many of whom Burtch Works has kept in touch throughout their careers. Through these relationships, Burtch Works has a unique vantage point to investigate current hiring and compensation trends and has published several studies with unprecedented demographic and compensation data for Predictive Analytics, Marketing Research, and Data Science professionals. These studies provide a never before seen portrait of compensation for professionals across the country, and are essential both for professionals planning a career move and hiring managers needing to attract or retain professionals for their teams. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 8

9 Section 2 PREDICTIVE ANALYTICS PROFESSIONALS: HOW COMPENSATION HAS CHANGED 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 9

10 How Changes in Compensation Were Measured In the summer of 2013, Burtch Works published The Burtch Works Study: Salaries for Big Data Professionals, July 2013, which provided demographic and compensation data for predictive analytics professionals (who, in that study, were called Big Data professionals). The information was derived from demographic and compensation data provided by 2,845 PAPs during interviews conducted over the 30 months ending with April During the year ending with April 2014, the staff at Burtch Works interviewed 1,586 PAPs, many of whom were among those interviewed during the preceding 30 months, and asked them to describe their current compensation (see Appendix A for more information about the sample). A comparison of the compensation data obtained over the past year to the compensation data summarized in the 2013 study shows that base salaries, eligibility for bonuses, and bonuses received have generally increased, and these increases have been significant for some job categories. Because the compensation data for the 2013 study were obtained over a period of 30 months, which is typical of compensation studies, and not just over a year, the changes in compensation reported here cannot be described as changes that occurred over only a year. Nevertheless, the trend is clear: compensation of predictive analytics professionals is on the rise. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 10

11 Changes in Base Salaries For PAPs in all job categories, base salaries reported during the past year are greater than those summarized in last year s study. Salaries of level 1 individual contributors increased the most. The median of salaries reported by these PAPs increased by 14%. For other job categories, the increase in median salary varied from less than 1% to 6%. Although the median base salary for level 3 individual contributors did not increase much (by only 0.2%), the 25 th and 75 th percentile salaries did increase, implying that the distribution of salaries for these PAPs did shift up. Figure 1. Comparison of Predictive Analytics Professionals Median Base Salary by Job Category Manager, Level % Manager, Level 2 +6% Manager, Level 1 +2% Individual Cont., Level 3 +<1% Individual Cont., Level 2 +4% Individual Cont., Level 1 +14% $0 $50,000 $100,000 $150,000 $200,000 $250, , Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 11

12 Figure 2. Change in Base Salaries of Individual Contributors by Job Level Job Level Year 25% Median 75% 2014 $62,000 $74,000 $85,000 Individual Contributor, 2013 $60,000 $65,000 $80,000 Level 1 Change 3% 14% 6% 2014 $72,500 $88,400 $100,000 Individual Contributor, 2013 $70,500 $85,000 $95,000 Level 2 Change 3% 4% 5% 2014 $100,000 $115,250 $136,000 Individual Contributor, 2013 $95,000 $115,000 $135,000 Level 3 Change 5% <1% 1% Figure 3. Change in Base Salaries of Managers by Job Level Job Level Year 25% Median 75% 2014 $110,000 $122,000 $142,000 Manager, 2013 $104,000 $120,000 $135,000 Level 1 Change 6% 2% 5% 2014 $136,500 $160,000 $185,000 Manager, 2013 $135,000 $151,500 $175,000 Level 2 Change 1% 6% 6% 2014 $197,500 $225,000 $256,500 Manager, 2013 $190,000 $215,000 $250,000 Level 3 Change 4% 5% 3% 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 12

13 Changes in Bonuses The proportion of PAPs eligible for a bonus increased significantly for four of six job categories. The proportion of PAPs eligible for a bonus declined slightly in the other two categories. Across job levels, nearly 90% or more of managers are now eligible for a bonus. For five of six job categories, the median bonus received increased. The largest percentage increase, 19%, occurred for level 1 individual contributors, for whom the increase in median base salary was also the largest, suggesting that employers are keenly aware that these junior PAPs have many job opportunities. The largest increase in dollars received occurred for the most senior managers the median bonus received increased by over $7,000. Figure 4. Change in Bonuses of Individual Contributors by Job Level Job Level Year Percent Eligible Median Received % $7,500 Individual Contributor, % $6,300 Level 1 Change 19% % $9,600 Individual Contributor, % $8,840 Level 2 Change 9% % $15,750 Individual Contributor, % $15,425 Level 3 Change 2% Figure 5. Change in Bonuses of Managers by Job Level Job Level Year Percent Eligible Median Received % $19,200 Manager, % $18,000 Level 1 Change 7% % $30,625 Manager, % $32,000 Level 2 Change 4% % $69,875 Manager, % $62,750 Level 3 Change 11% 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 13

14 Changes in Base Salary When Changing Jobs Among the PAPs interviewed by Burtch Works staff for this study, there were 139 who had changed jobs and received a salary increase since the last report. There were also a small number of PAPs who changed jobs but did not realize a salary increase, or whose salary declined. Those PAPs are excluded from the sample used to derive the information provided below, because the purpose here is to show how compensation changes when PAPs voluntarily change jobs to pursue career goals. When there is a decline or no increase in salary, then the job change most likely occurred for another reason, such as a lay off or to accommodate a spouse who accepted a job requiring relocation. PAPs continue to realize substantial increases in pay when they change jobs. Among the 139 PAPs in the sample who changed jobs in the past year, the median base salary increase was 13%, about the same as the median increase shown by the 2013 study. More than half of the base salary increases exceeded 10%. Among both individual contributors and managers, percentage increases in base salary are inversely correlated with level: the higher the level, the smaller the median percentage increase in base salary. However, although the median percentage increase was smallest for level 3 managers, they had the largest median absolute increase in base salary, $25,000, because they are the most highly compensated among PAPs. Figure 6. Distribution of Increases in Base Salary for Predictive Analytics Job Changes 25% 24% 20% Percentage of Professionals 15% 10% 17% 18% 18% 9% 10% 5% 0% 4% 1% 1 5% 6 10% 11 15% 16 20% 21 25% 26 30% 31 35% 36%+ Base Salary Increase 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 14

15 Figure 7. Median Increase in Base Salary When Changing Jobs by Job Category Manager, Level 3 11% Manager, Level 2 13% Manager, Level 1 15% Individual Cont., Level 3 12% Individual Cont., Level 2 14% Individual Cont., Level 1 18% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 15

16 Section 3 PREDICTIVE ANALYTICS PROFESSIONALS: DEMOGRAPHIC PROFILE & COMPENSATION 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 16

17 Compensation by Job Category Compensation of PAPs varies largely with job category: with whether a PAP is an individual contributor or manager and with scope of responsibility (job level). The median salary of individual contributors increases from $74,000 for those who are at level 1 to $115,250 for those who are at level 3. The median salary of managers increases from $122,000 for those who are at level 1 to $225,000 for those who are at level 3. 61% of level 1 individual contributors are eligible for a bonus, and the median of bonuses they received is $7,500, while 80% of level 3 individual contributors are eligible for a bonus, and the median of bonuses they received is $15,750. About 90% of all managers are eligible for a bonus, and the median of bonuses they received increases from $19,200 for those at level 1 to $69,875 for those at level 3. Figure 8. Distribution of Predictive Analytics Professionals by Management Responsibility Median Base Salary $95,000 Bonus Eligible 71% Individual Contributors 60% Managers 40% Median Base Salary $145,000 Bonus Eligible 91% 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 17

18 Figure 9. Compensation of Individual Contributors by Job Level Individual Base Salary Bonus Contributor Job Level N 25% Median Mean 75% Eligible Median Mean Level $62,000 $74,000 $75,960 $85, % $7,500 $10,765 Level $72,500 $88,400 $90,255 $100, % $9,600 $11,930 Level $100,000 $115,250 $121,259 $136, % $15,750 $20,992 Figure 10. Compensation of Managers by Job Level Manager Base Salary Bonus Job Level N 25% Median Mean 75% Eligible Median Mean Level $110,000 $122,000 $126,235 $142, % $19,200 $23,004 Level $136,500 $160,000 $165,486 $185, % $30,625 $40,960 Level 3 76 $197,500 $225,000 $236,882 $256, % $69,875 $99,119 Figure 11. Median and Mean Base Salaries of Individual Contributors by Job Level $240,000 $220,000 $200,000 $180,000 $160,000 $140,000 Figure 12. Median and Mean Base Salaries of Managers by Job Level $240,000 $220,000 $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 Median Mean $120,000 $100,000 $80,000 $80,000 $60,000 Level 1 Level 2 Level 3 $60,000 Level 1 Level 2 Level , Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 18

19 Compensation by Education A large majority (86%) of PAPs have a graduate degree, of whom 17% have a Ph.D. Those with a Ph.D. generally earn more. 86% of PAPs have an advanced degree: 18% have a Ph.D. or are Ph.D. ABD, and another 68% have a Master s degree. Among individual contributors at all levels, those with a Ph.D. are paid more, but the base salary difference is particularly large among level 1 and level 2 individual contributors: the 25 th percentile, median, and 75 th percentile base salaries of those who have a Ph.D. are all at least 24% greater than those who have a Master s degree. Among all but the most senior (level 3) managers, those with a Ph.D. earn more than those with a Master s or Bachelor s degree. Figure 13. Predictive Analytics Professionals by Education Ph.D. 17% Ph.D. ABD 1% No degree <1% Bachelor's 14% Master's 68% 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 19

20 Figure 14. Base Salary of Individual Contributors by Job Level and Education Base Salary Job Level Education N 25% Median Mean 75% Individual Bachelor's 25 $60,000 $70,000 $68,470 $80,000 Contributor, Master's 169 $62,000 $71,500 $73,529 $84,000 Level 1 PhD 39 $81,000 $90,000 $91,295 $104,500 Individual Contributor, Level 2 Bachelor's 57 $65,000 $78,000 $80,391 $95,000 Master's 222 $75,000 $85,250 $88,725 $99,125 PhD 45 $100,000 $110,000 $110,800 $127,000 Bachelor's 51 $100,000 $118,000 $118,422 $135,000 Master's 275 $99,250 $115,000 $119,167 $135,000 Individual Contributor, Level 3 PhD 61 $110,000 $125,000 $131,634 $150,000 Note: Individuals with no degrees and Ph.D. ABD were excluded because of the small sample size. Figure 15. Base Salary of Managers by Job Level and Education Base Salary Job Level Education N 25% Median Mean 75% Bachelor's 31 $106,500 $115,000 $118,065 $132,500 Manager, Master's 191 $110,000 $122,000 $125,375 $140,500 Level 1 PhD 47 $111,000 $125,700 $134,643 $154,500 Manager, Level 2 Bachelor's 40 $125,000 $160,000 $158,508 $185,000 Master's 178 $135,000 $159,000 $160,897 $180,000 PhD 66 $145,250 $170,000 $181,650 $199,625 Bachelor's 17 $195,000 $230,000 $246,912 $250,000 Master's 42 $198,250 $227,500 $234,155 $251,500 Manager, Level 3 PhD 16 $198,750 $222,500 $234,125 $270,000 Note: Individuals with no degrees and Ph.D. ABD were excluded because of the small sample size. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 20

21 Compensation by Residency Status One third of all PAPs are not U.S. citizens. Among level 1 individual contributors, non U.S. citizens are a majority and earn substantially more than those who are U.S. citizens. 34% of all PAPs are non U.S. citizens with F 1/OPT, H 1B, green card, or another visa that allows them to work in the U.S. 57% of level 1 individual contributors are not U.S. citizens. A minority of PAPs in other job categories are not U.S. citizens there are particularly few in level 3 jobs. This is undoubtedly because, after many years of working in the U.S., many foreign born PAPs obtain U.S. citizenship. Among level 1 individual contributors, the median base salary of those with a green card exceeds that of U.S. citizens by 25.7%. The median base salary of those working with an H 1B exceeds that of U.S. citizens by 7.1%. Potential explanations of these differences are that non U.S. citizens have exceptional competence or else they would not have come to the U.S. for college study; they conduct more thorough job searches because they must find employers who will sponsor their applications to remain in the U.S. to work; and they are more willing to work anywhere in the U.S., which affords them a larger choice of jobs. For level 2 individual contributors, this trend changes direction: the median base salary for those who hold an H 1B visa is 3.4% lower than for those who are U.S. citizens or green card holders. The difference widens for those who are level 3 individual contributors, where those with an H 1B earn 13.8% less than U.S. citizens. This is likely because many foreignborn professionals will remain with a single employer throughout the lengthy process of obtaining a green card, and as a result, miss opportunities to boost their salaries by changing jobs. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 21

22 Figure 16. Predictive Analytics Professionals by Residency Status Perm. Resident 17% H 1B 14% F 1/OPT 1% Other 1% U.S. Citizen 67% Figure 17. Residency Status of Predictive Analytics Professionals by Job Category MG, Level 3 MG, Level 2 MG, Level 1 IC, Level 3 IC, Level 2 IC, Level 1 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Citizen Perm. Resident H 1B F 1/OPT Other 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 22

23 Figure 18. Median Base Salary of Individual Contributors by Job Level and Residency Status Residency Median Difference Job Level Status N Base Salary from Citizen Citizen 101 $70,000 Individual Perm Res 25 $88, % Contributor, H 1B 93 $75, % Level 1 F 1/OPT 12 $67, % Citizen 169 $88,000 Individual Perm Res 60 $92, % Contributor, H 1B 88 $85, % Level 2 F 1/OPT 2 Citizen 309 $120,000 Individual Perm Res 69 $115, % Contributor, H 1B 12 $103, % Level 3 F 1/OPT 1 Note: Individuals with other residency were excluded due to small sample size. Figure 19. Median Base Salary of Managers by Job Level and Residency Status Job Level Residency Median Difference Status N Base Salary from Citizen Citizen 177 $125,000 Manager, Perm Res 61 $125, % Level 1 H 1B 32 $110, % F 1/OPT 0 Citizen 227 $160,000 Manager, Perm Res 57 $153, % Level 2 H 1B 2 F 1/OPT 1 Citizen 71 $225,000 Manager, Perm Res 4 Level 3 H 1B 1 F 1/OPT 0 Note: Individuals with other residency were excluded due to small sample size. 2014, Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 23

24 Compensation by Region Compensation of PAPs varies regionally. For nearly every job category, the median salary of PAPs employed in the Northeast or on the West Coast are as great as, and often significantly larger than, those of PAPs employed elsewhere (this is also generally true of 25 th percentile and 75 th percentile salaries). Figure 20. Distribution of Base Salaries of Individual Contributors by Job Level and Region Job Level Region Base Salary N 25% Median Mean 75% Northeast 89 $65,000 $75,000 $77,754 $85,000 Individual Southeast 12 $60,000 $65,000 $74,417 $83,750 Contributor, Midwest 88 $60,000 $70,000 $71,518 $84,000 Level 1 Mountain 12 $60,500 $67,750 $76,292 $86,500 West Coast 32 $72,250 $80,000 $83,641 $97,000 Northeast 92 $76,000 $85,000 $90,717 $100,000 Individual Southeast 38 $72,000 $85,000 $89,468 $107,500 Contributor, Midwest 115 $66,200 $85,000 $84,597 $99,000 Level 2 Mountain 20 $72,000 $85,250 $83,240 $96,125 West Coast 61 $85,000 $100,000 $103,016 $120,000 Northeast 111 $110,000 $120,000 $129,942 $145,000 Individual Southeast 54 $98,250 $120,000 $125,244 $144,250 Contributor, Midwest 153 $93,000 $110,000 $115,097 $135,000 Level 3 Mountain 31 $100,000 $115,000 $115,912 $131,500 West Coast 43 $103,500 $120,000 $119,623 $127,500 Figure 21. Distribution of Base Salaries of Managers by Job Level and Region Job Level Region Base Salary N 25% Median Mean 75% Northeast 76 $110,000 $125,000 $128,720 $145,250 Southeast 33 $105,000 $115,000 $117,885 $128,000 Manager, Midwest 102 $110,000 $122,500 $126,018 $139,969 Level 1 Mountain 21 $104,000 $115,000 $119,786 $130,000 West Coast 39 $114,500 $139,000 $132,500 $150,000 Northeast 80 $144,550 $166,000 $166,890 $186,250 Southeast 39 $140,000 $150,000 $161,872 $180,000 Manager, Midwest 113 $137,000 $155,000 $163,581 $180,000 Level 2 Mountain 16 $130,000 $139,000 $165,156 $186,250 West Coast 40 $138,750 $166,750 $171,713 $190,750 Northeast 29 $225,000 $245,000 $258,155 $275,000 Southeast 6 $221,250 $225,000 $228,000 $243,750 Manager, Midwest 20 $182,500 $199,500 $207,350 $235,375 Level 3 Mountain 10 $196,375 $223,500 $228,050 $244,750 West Coast 11 $200,000 $220,000 $247,364 $256, , Burtch Works LLC, Reproduction Prohibited THE BURTCH WORKS STUDY 24

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